1. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
The Tip of the Spear
How Customer Success Can Lead The Effort to
Integrate The Client Experience
Peter Armaly
Principal Transformation Advisor
Oracle Marketing Cloud
October 24, 2016
Confidential – Oracle Internal/Restricted/Highly Restricted

2. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Goals for this presentation
Confidential – Oracle Internal/Restricted/Highly Restricted 2
1. Communicate benefits of broadening
Customer Success scope to cover
more terrain of customer journey
• Why is that important?
• What’s preventing it from
happening now?
• How can Customer Success
accelerate the change?
2. Communicate how Oracle Marketing
Cloud is building a future-focused
Customer Success framework

3. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
• The Boston Consulting Group on
capability
–“… an ingrained ability to do
something well in a way that
improves business performance”
–“… building capabilities generally
requires coordination across
functions and business units”
Confidential – Oracle Internal/Restricted/Highly Restricted 3
Industry weighing in on the client experience topic

4. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 4
Industry weighing in on the client experience topic
AT&T’s CEO, Randall Stephenson,
today on CNN:
• Buying Time-Warner (CNN,
HBO, Warner Bros, DC
Comics, et al) because of
customer demands for more
(bandwidth, variety and
quality of content, etc)
• All about the customer
experience

5. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
• 88 percent of enterprise decision-
makers say their growth depends
on personalizing the customer
experience, but they lack the
resources and expertise to design
an improved digital customer
journey.
Confidential – Oracle Internal/Restricted/Highly Restricted 5
Forrester 2016 Survey

6. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
• Product functions and delivers
results as advertised and expected
• Top notch guidance when I request
it or on those rare occasions when
you accurately guess what I need
before I even ask for it
• Rapid, frictionless technical
assistance
Confidential – Oracle Internal/Restricted/Highly Restricted 6
Customer expectations

7. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
• Customers follow instructions to
progress towards business goals
• A respectful partnership develops
with customers, leading to
subscription/license renewal and
maybe, even, growth
• Customers advocate on behalf of
the vendor because they realize
ROI
Confidential – Oracle Internal/Restricted/Highly Restricted 7
Vendor expectations

8. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
• Under-developed, or only a one-
off, end to end view of customer
• Misaligned product fit as customer
proceeds through lifecycle
• Client feels passed from function to
function with little info about them
accompanying them along the way
• Financial targets associated with
managing the client experience
difficult to determine
Confidential – Oracle Internal/Restricted/Highly Restricted 8
Client Experience Challenges

9. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Critical Factors that Retain Customers
Confidential – Oracle Internal/Restricted/Highly Restricted 9

10. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 10
Speed

11. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 11
Relevance

12. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 12
Consistency

13. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Critical Enablers of those Factors
Confidential – Oracle Internal/Restricted/Highly Restricted 13

14. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 14
Data
Data

15. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Human Intelligence

16. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Culture

17. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Working with the buyer/customer – who does what
Confidential – Oracle Internal/Restricted/Highly Restricted 17
Promote
Brand
Identify
Interest
Distribute
Content
Nurture
Prospect&
Community
Nurture
MQLs
Negotiate
w/SQLs
Support
NewSales CloseDeals
Manage
Events
Implement
&Onboard
Educate&
Coach
Customer
Distribute
Investment-
specific
Content
Measure
Health
Promote
&
Manage
Adoption
Nurture
Renewal
Drive
Advocacy
Sales X X X
Marketing X X X X x X X X
CustomerSuccess X X X X X X x

18. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Working with the buyer/customer – who knows what
Confidential – Oracle Internal/Restricted/Highly Restricted 18
Broad
Interest
Specific
Interest
Demo-
graphics
Business
Goals
Org
Structure
Budget&
Timeline
Contract
Flow NPS
Goals
Progression
Tech&
Process
Challenges
Adjacent
Needs
Talent&
Skills
Application
Processes
Contract
Milestones Engagement Advocacy
Propensity
for
Advocacy
Sales X X X X X
Marketing X X X X
CustomerSuccess X X X X X X X X X X X X X
Not a lot of sharing going on

19. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
The buyer/customer would be better served if the who
knows what was broadened
Confidential – Oracle Internal/Restricted/Highly Restricted 19
Broad
Interest
Specific
Interest
Demo-
graphics
Business
Goals
Org
Structure
Budget&
Timeline
Contract
Flow NPS
Goals
Progression
Tech&
Process
Challenges
Adjacent
Needs
Talent&
Skills
Application
Processes
Contract
Milestones Engagement Advocacy
Propensity
for
Advocacy
Sales X X X X X X X X X
Marketing X X X X X X X X X X X X X X
CustomerSuccess X X X X X X X X X X X X X X

20. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
• Long-held and cherished
organizational structures
– Hierarchical silos
– Front-loaded financial performance
goals
• DNA
• Skills
• Technological complexity
Confidential – Oracle Internal/Restricted/Highly Restricted 20
Challenges inhibiting true customer-centricity

21. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
1. Broader dissemination of the customer data
it collects and distills (to Sales, Marketing,
and Product Management)
• CS should be held accountable for producing
and maintaining customer post-sale account
record
2. Outsource customer marketing to the
Marketing team; pros at handling content
management and executing nurture
campaigns
• Hold them accountable to SLAs
3. Push for a financial measurement of
customer lifetime value and share in the
responsibility and accountability for
achieving it
Confidential – Oracle Internal/Restricted/Highly Restricted 21
How can Customer Success accelerate the change?

22. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Customer Success at Oracle Marketing Cloud
Confidential – Oracle Internal/Restricted/Highly Restricted 22

23. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |

24. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Modern Marketing Assessment Success Plan
Planning For Success
Business
Objectives
Marketing
Priorities
Maturity
Levels
NEXT STEP: Take
action on the plan
Emerging/SMB

25. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Adoption Services Transformation Services
Ensuring Value with Adoption & Transformation Services

26. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Self-Guided Toolkits Personalized Follow Up Communications
Self-Serve Boost Series
Interactive, self-directed journey to drive adoption and mastery of Modern Marketing best practices

27. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Process Flow for Boost
Understanding how customers will engage
1 2 3
Boost Series Self-Guided Emails

28. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
DIY Marketing Success Pages
Detailed checklists and tools
to support plan execution

29. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
The Cloud Portal
Key information accessed on-demand
 Single Entry Point For Users
 Step-by-Step Guided
Journey
 Real-Time Subscription
Information and Data
Analytics
 Strong, Engaged User
Community

30. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Oracle’s Approach to Managing the Client
Experience
Confidential – Oracle Internal/Restricted/Highly Restricted 30

31. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Oracle CX Cloud Suite
Complete, Innovative & Proven
Data
Management
Analytics & Data
Visualization
Application
Development
Content &
Collaboration
Process &
Integration
Identity &
Security
Unified CX Platform
CX Cloud Apps
CommerceSales CPQ Service Social MarketplaceMarketing
CX Industry Solutions

32. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
What Customer Experience (CX) Should Be
A set of related interactions
Oracle Confidential – Internal/Restricted/Highly Restricted 32
“Companies will be better off if
they stop viewing customer
engagement as a series of
discrete interactions and instead
think about it as customers do: a
set of related interactions that,
added together, make up the
customer experience.”
-McKinsey & Company